Strategic and Long Range Plan 2019-2022 - Our Mission: Develop and empower student leaders to discover their passion and change the world by ...
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Strategic and Long Range Plan 2019-2022
Our Mission: Develop and empower student leaders to discover their passion and change the
world by creating unmatched opportunities in learning, professional growth and service.
1
The History of BPA For over 50 years, Business Professionals of America, Inc. (BPA) has served as an innovator in Career and Technical Education, providing its members with opportunities for growth through education, competition, leadership development and community service. Officially formed in 1966 as the Office Education Association (OEA), BPA has a strong history as a student organization that contributes to the preparation of global professionals through the advancement of leadership, citizenship, academic and technological skills for students at the Middle, Secondary and Post- secondary Divisions. With nearly 45,000 members in 1,800 chapters across 25 states and Puerto Rico, we at BPA are positioning ourselves to be the premier Career and Technical Student Organization in the areas of business and technology. The board and staff developed this strategic plan to guide their efforts to maximize the organization’s impact and sustainability over the next four years. 2
Strategic Priorities
Business Professionals of America’s strategic priorities focus on our emerging leadership role among CTSOs, in
CTE policy and intra-organizational communication and transparency. If we’re successful, BPA will be well
positioned to influence public policy discussions, increase membership and extend National level programing to
provide a robust, co-curricular learning experience for BPA students and alumni. Our strategic priorities are:
ŏ Increase organizational capacity
ŏ Refine and expand our programs and services
ŏ Increase organizational sustainability by developing diverse funding
ŏ Evaluate and document all organizational outcomes
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3
Measures of SuccesŤ :HZLOODVVHVVWKHLPSDFWRILPSOHPHQWLQJWKHVHVWUDWHJLFSULRULWLHVWKURXJKLQFUHDVHVLQ ŏ Middle Level, Secondary, Post-secondary Nembership numbers ŏ Alumni engagement ŏ Business and Industry engagement ŏ Percentage of revenue from diverse funding sources ŏ Number and profiles of individual donors ŏ Awareness of BPA tracked through digital media outlets and metrics ŏ Advocacy activities completed ŏ Generation of outcome reports ŞļČŞöŤŤ&ÎŤĒéļÎŞð :LWKLQHDFKVWUDWHJLFSULRULW\WKHVWDWXVRIWKHDFWLRQVWHSVZLOOEHQRWHGE\DVSHFLILFFRORUDVGHILQHGE\WKH IROORZLQJOHJHQG *5((1 &RPSOHWHG_%/8( &RPSOHWHGEXW$QQXDO2QJRLQJ_
Increase Action Step Lead V Start End 3URJUHVV
organizational
Create a governance committee Governance ': Annual
to: Committee Q2
ŏ Complete an annual
capacity
review of organizational
needs related to board skill
sets.
ŏ Develop and refine board
orientation materials.
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ŏ Assess current board
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$GYLVRU\&RXQFLOVWRPHHWWKHVWUDWHJLF recommended practices
SULRULWLHVRIWKHRUJDQL]DWLRQ,GHQWLI\DQGJURZ and suggest changes as
appropriate.
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Create an annual work plan for Board Chair ': Annual
each board committee, clearly Q2
defining scope of work and
schedule.
5Increase Action Step Lead V Start End 3URJUHVV
organizational Assess areas where the Board can
benefit from training, resources or
other development activities and
Board Chair;
Director of
Leadership
':
Q3
Annual
\HOORZ
capacity
create a plan to meet those Development
needs.
Complete an analysis of space Executive ': ':
needs for long-term sustainability. Director Q2 Q4
(3&&/
Recommend options for the best
location for BPA.
8SVNLOODQGFOHDUO\GHILQHWKHVFRSHRI%3$·V
*RYHUQDQFHERG\1DWLRQDO6WDIIDQG$GYLVRU\ Conduct annual interviews with all Board Chair ': Annual
&RXQFLOVWRPHHWWKHVWUDWHJLFSULRULWLHVRIWKH board members to optimize their Q2 %/8(
RUJDQL]DWLRQDQGVHUYHRXUPHPEHUVKLS,GHQWLI\ engagement and skills.
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6Increase Action Step Lead(s) Start End 3URJUHVV
organizational
Assess areas where BPA Bdvisory Advisory ': Annual
Douncils (SAAC/CEAC/NBAC) can Council Chairs; Q2
benefit from training, resources and Director ofRefine, and expand Action Step Lead(s) Start End 3URJUHVV
programs and services
Pilot and evaluate formal Director of ': Annual
collaborations with potential Strategic Q3
partners who can provide Programs &Action Step Lead(s) Start End 3URJUHVV
Refine, and expand Research best practices and existing Director of ': Annual
programs and services
tools that can be used to formalize Strategic Q3
partnerships and collaborations with Programs & %/8(
other organizations. Experiences
Review and recommend WSAP Director of ': ':
Competitive Events to remove EducatioQ Q3 Q1
redundancy, overlap and to 'LUHFWRURI
incorporate new areas of industry 7HFKQRORJ\ :&--08
not currently addressed. ,QWHJUDWLRQ
Review and refine current programming to align 5HYLHZ:6$3&RPSHWLWLYH
Events and ensure alignment to
with national CTE standards. Develop new, industry certifications.
distributed programs to meet the unique needs
of our divisional membership. Develop Learning Management Director of ': ':2022
System with 1,000 active monthly Technology Q3 Q2
users. Integration #-6&
Increase industry certification Director of ': ':2022
offering and access by 20%. Education Q3 Q2
'LUHFWRURI :&--08
7HFKQRORJ\
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9Increase sustainability
Action Step Lead(s) Start End 3URJUHVV
Create a brief fundraising development Executive ': ':
by developing diverse
plan. 'LUHFWRU Q3 Q :&--08
funding
Develop a decision making tool that Executive ': ':
can be used to evaluate potential 'LUHFWRU Q3 Q
fundraising activities and a review tool :&--08
for completed fundraising activities to
support data driven decision making.
Establish a formal 3esource Executive ': ':
3&%
%evelopment committee, comprised 'LUHFWRU Q2 Q
of board members and volunteers with %RDUG&KDLU
Ensure that BPA is set up for operational high-level fundraising experience.
longevity by diversifying our funding streams.
Expand number of grants written and Executive ': ':2022
received. Identify and apply to at least 'LUHFWRU Q2 Q4 :&--08
two (2) grants per year.
Establish BPA Foundation and Executive ': ':2022
Foundation Board. 'LUHFWRU Q4 Q4 :&--08
Increase scholarship awards by 50%. Executive ': ':2022
Disperse $10,000 in scholarships at the 'LUHFWRU Q3 Q4
National Leadership Conference %RDUG&KDLU %/8(
annually.
10Increase sustainability Action Step Lead(s) Start End 3URJUHVV
by developing diverse
Increase the number of external ': ':
fundraisers and “friendraisers” on Q3 Q
behalf of BPA at the Oational and
funding
Ttate level. Identify committed Executive
individuals and organizations in the 'LUHFWRU Evaluate and
Action Step Lead(s) Start End 3URJUHVV
document all
Create a workable database to Director of ': Ongoing
allow for more efficient tracking of 7HFKQRORJ\ Q3Action Step Lead(s) Start End 3URJUHVV
Evaluate and Create a testimonial archive from 'LUHFWRURI ': Ongoing
document all
relevant internal and external 7HFKQRORJ\ Q3
,QWHJUDWLRQ
stakeholders to illustrate the need for
'LUHFWRURIPosition BPA to be
Action Step Lead(s) Start End 3URJUHVV
more widely
Identify local, state and national Executive ': Ongoing
organizations, in corporate, nonprofit 'LUHFWRU Q3 %/8(
and government sectors, with a $GYRFDF\
recognized as a
shared interest in CTE with whom &RPPLWWHH
BPA might partner on advocacy
efforts.
leader in CTE Recruit additional volunteers or
board members with experience in
Executive
'LUHFWRU
':
Q2
':2022
Q4Action Step Lead(s) Start End 3URJUHVV
Position BPA to be Craft key messages about the
services of BPA and its impact on
Director of
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':
Q3
Ongoing
%/8(
more widely
students, the community and the 'LUHFWRURI
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global workforce.
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(QJDJHPHQW
recognized as a Create a centralized branding Director of ': ':
leader in CTE
package and marketing plan 0DUNHWLQJ
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identifying key messages for multiple
(QJDJHPHQW
audiences.
Evaluate and use all internal Director of
0DUNHWLQJ ': Ongoing
Leverage BPA’s advocacy efforts and to opportunities for conveying key
6WDNHKROGHU Q1 %/8(
messages including the website,
influence education policy and drive newsletter, social media, Thank You
(QJDJHPHQW
awareness of BPA and CTE. letters to donors, etc.
Director of
Continue to evaluate and improve ': Ongoing
7HFKQRORJ\
BPA’s web presence and explore ,QWHJUDWLRQ Q2
new opportunities to promote BPA 'LUHFWRURI %/8(
online. 0DUNHWLQJ
6WDNHKROGHU
(QJDJHPHQW
Develop a BPA mobile app to drive Director of ': ':
engagement with membership and 7HFKQRORJ\ :&--08
Q3 Q1
partners. Maintain an 85% user ,QWHJUDWLRQ
satisfaction rating.
15“As BPA members, we have the unique opportunity to rise above our circumstances,
come together as ONE and create our futures!”
- Dominica Chavez, 2018-2019 Secondary President
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